Reluctance Towards Older Workers In Slovenia

Žnidaršič, Jana; Dimovski, Vlado

doi:10.19030/iber.v9i2.525

Cited by 5 publications

(3 citation statements)

References 8 publications

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“…Differences between generations are big because of different values, because of the ways of working and cooperating and because of people's expectations (Prizma 2018). Žnidaršič and Dimovski (2010) emphasise that it is crucial that enterprises find common points of cooperation among employees, similarities among generations on which they can build mutual relations. Žnidaršič (2010) recognises the solution in combining wisdom and innovativeness of employees, in the development of new forms of solidarity, mutual support, learning and transfer of knowledge and experience among generations in enterprises.…”

Section: Impact Of Intergenerational Synergy On the Engagement Of Old...mentioning

confidence: 99%

The impact of promoting intergenerational synergy on the work engagement of older employees in Slovenia

Rožman¹,

Treven²,

Čančer³

2020

JEEMS

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Generational differences present a new aspect of diversity among employees in the workplace. The increasing number of older employees and negative attitudes of younger employees toward them create the need for better understanding between generations and the need to improve mutual cooperation among age-diverse employees in an organisation. The main objective of the paper is to determine the impact of intergenerational synergy on the work engagement of older employees in Slovenia. For this purpose, empirical research was conducted in medium-sized and large companies among employers and older employees in Slovenia. Factor analysis was used to replace a large number of statements with a smaller number of factors - new variables with which we performed a simple linear regression. Based on the results, we confirmed the hypothesis that promoting intergenerational synergy in companies has a statistically significant positive impact on the work engagement of older employees in Slovenia. In this context, companies should take the following measures: eliminate discrimination of older employees, promote intergenerational synergy, and promote intergenerational understanding between young and older employees.

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Section: Impact Of Intergenerational Synergy On the Engagement Of Old...mentioning

confidence: 99%

The impact of promoting intergenerational synergy on the work engagement of older employees in Slovenia

Rožman¹,

Treven²,

Čančer³

2020

JEEMS

View full text Add to dashboard Cite

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“…Population aging in the future will definitely and naturally require changes to existing labor (Bogataj, McDonnell & Bogataj, 2015;. Žnidaršič and Dimovski (2010) argue that one of the most discussed policy options is to encourage older workers to work longer, even after the age of 65. Nowadays the perception of the majority of workforce member over the age of 55 is changing as they do not expect to retire until well after the historically determined retirement age .…”

Section: Introductionmentioning

confidence: 99%

Age Management: What Can we Learn from High-End Luxury Fashion Designer with More than 50 Years of Working Experience?

et al. 2019

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Background and Purpose:While the world population is aging, the aim of this study is to bring new knowledge into age management research by investigating the most important factors that encourage older employees to remain in the labour market longer, also after meeting the official retirement age, based on an in-depth qualitative case study of the high-end luxury fashion designer with more than 50 years of working experience. Design/Methodology/Approach: We conducted an inductive case study in fashion industry. Specifically, our case study is build based on the content analysis of secondary data as well as an in-depth interview with the general manager in the fashion and high-end luxury industry in Slovenia. Results: The proposed conceptual model shows key facets, as assigned overarching categories, namely-vitality, intrinsic motivation, adapting, lifelong learning, and positive emotions and therefore contributes to the age management phenomena. Within the presented case study, we found out that the selected facets are the most important factors for the encouragement to remain in the labor market and to ensure flexible retirement processes in dealing with the challenges of an aging population and workforce. Conclusion: Our study contributes to the theory and practice of age management by narrowing our focus on the best practice from selected high-end luxury fashion industry designer in Slovenia. What can we learn from high-end luxury fashion designer with more than 50 years of working experience? As the presented case study cannot be generalized to population, the presented case contributes to the field of age management and empowers people to rethink and stay active after meeting the official retirement age. Research Papers more visual problems (Bucur et al., 2005). In this article, we are focused on human willingness to work longer. By conducting a qualitative design, namely a business case study of Slovenian high-end fashion industry designer, we are deepening our understanding regarding the key factors that affect human willingness to work longer. Concretely, the research question we aim to answer is "What is/are the most important factor(s) of an older employee for the encouragement to remain in the labor market longer, after meeting the official retirement age?".We structure our paper as follows. First, we focus on the literature review, where the first part is dedicated to understanding the aging and age management in the EU and Slovenia, meanwhile, the second part is focused on the fashion and high-end industries in the EU, in order for a reader to understand its importance. After the literature review, we present the methodology applied, with the sub-chapters on study design, data collection, and content analysis. Within the results section, we firstly present the case study context, which is needed to fully understand the second sub-chapter, namely the presented case study of Slovenian fashion industry designer, enriched with several in-depth quotations. Lastly, we focus on discussion and conclusion, wh...

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“…Self-employment may appeal for financial or lifestyle reasons (New Zealand Department of Labour, 2009). Having been through redundancies during the corporate restructuring of the 1980s and 1990s (Znidarsic & Dimovski, 2010), during which -employers … responded to cyclical downturns by disproportionately thinning the ranks of their older employees‖ (Robson, 2001), older workers may also be comfortable with change and actively seek it. Thus, increasing numbers of older people are seeking work and retraining to take on new roles.…”

Section: Contraction Of the Workforcementioning

confidence: 99%

Retaining the Knowledge of Older Experts in an Organisational Context and the Role of ICT

Joe¹

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<p>The oldest members of the post-World War 2 baby boomer generation — born between 1945 and 1963 — are soon nearing retirement, reducing or reviewing the extent of their participation in the workforce in the future. This has significant implications, especially for organisations relying on knowledge workers‘ expertise and experience, as within this cohort resides knowledge that is valuable to organisations. In New Zealand, the problem is twofold. First, Generation X — born between 1964 and 1981 — is numerically only 75% of the size of the baby boomer cohort. The workforce as a whole is predicted to grow at a slower rate after 2016 than it has between 1991 and 2006. Second, organisations will lose valuable knowledge if they do not act to remedy the potential impacts of this demographic phenomenon. The research topic is relevant at a time when few organisations have given serious consideration to the loss of expertise. There is extensive literature on the baby boomer generation, and on the information and communications technologies that exist to support knowledge-related activities such as capture and storage, facilitating access, and sharing and dissemination. However, less specific information was found on the infrastructure or processes for successfully retaining the knowledge of older experts. Do organisations know who the experts are and how their expertise may be retained? This action research study using qualitative methods explores how two organisations define the types of knowledge they will lose when experts leave. An in-depth study of one organisation‘s infrastructure and processes for retaining the knowledge of a specific expert in a key business setting, reveals that his expertise was valued but less understood. The study identified similarities between some characteristics of the expert‘s expertise and elements of wisdom. The findings are presented with reference to an existing research framework pertaining to wisdom as a type of expert knowledge. The framework was adaptable as a representation of the older expert‘s knowledge, and could also be related to the organisation‘s knowledge retention process. The study‘s contribution is a model that integrates knowledge retention with the knowledge framework of an older expert. This research study complements a rise in practitioner efforts to address knowledge loss concerns overseas — by extending our understanding of the nature of the knowledge that organisations value, how this knowledge can be retained, and how ICT can support the knowledge retention imperative</p>

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Reluctance Towards Older Workers In Slovenia

Cited by 5 publications

References 8 publications

The impact of promoting intergenerational synergy on the work engagement of older employees in Slovenia

The impact of promoting intergenerational synergy on the work engagement of older employees in Slovenia

Age Management: What Can we Learn from High-End Luxury Fashion Designer with More than 50 Years of Working Experience?

Retaining the Knowledge of Older Experts in an Organisational Context and the Role of ICT

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